Marine Corps Logistics Command

Logistics Solutions for the Warfighter

** Keeping Faith with our Marines, Sailors and their Families **

Quality Management Center

Influence, strengthen and foster a culture of continuous process improvement, innovation, compliance, quality thinking and acting throughout the enterprise to ensure we, as responsible stewards, deliver the best support to the warfighter.

Business Sustainment

Definition:

Supports effective business development opportunities; includes products and services coordination for the command, and the management of support agreements. Provides policy and guidance to ensure MARCORLOGCOM’s compliance with applicable DoD, DON, and USMC policies, procedures, regulations, and orders.

Noteworthy Data:

• Oversight for ~ 89 ongoing support agreements between LOGCOM and other agencies/organizations
• Business Process Management efforts to capture 21 business segments maps and narratives in support of audit readiness
• Compile Enterprise Products and Services mid-year and year-end costing data for presentation to the Executive Deputy
• Maintain Products and Services Data Base for the Command
• Serves as the Support Agreements Manager for MARCORLOGCOM

• Provides policy and oversight for the Command’s Quality Management System which is based on its products and services.
• Oversees the Command’s Continuous Process Improvement (CPI)Program.
• Provides advice, training, coaching and mentoring for CPI projects consistent with the CPI Body of Knowledge.
• Maintains the Interactive Customer Evaluation (ICE) data base at http://ice.disa.mil/index.cfm?fa=site&site_id=713/
• Provide guidance in the development and sustainment of all Business Architecture Mappings.

Noteworthy Data:

• Chairs the Command Quality Council and hosts council meetings to discuss, analyze and mitigate quality issues across the command.
• Provides contract oversight to maintain ISO certification at MDMC and MFSC.
• Provides Lean Six Sigma training and tracks the progress of Green Belt and Black Belt candidates toward certification

Customers:

• MARCORLOGCOM Headquarters and subordinate Commands

Quality Assurance and Compliance

Definition:

Quality assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when
delivering solutions or services to customers; which ISO 9000 defines as part of quality management focused on providing confidence that quality requirements will be fulfilled.

• Developed military equipment stratification tool that produces a total fulfillment plan for weapon systems
• Published impact to deferred maintenance analysis
• Developed the Price and Performance Model in support of ELMP – awarded the Defense Logistics Award for Technology Superiority
• Present MARCORLOGCOM analysis annually at the Institute for Operations Research and Management Sciences (INFORMS); prestigious Operations Research community
• Present analysis at Military Operations Research Society (MORS)
• Developed the Readiness Based Sparing model prototype

The mission of The Office of Counsel is to provide comprehensive and timely legal advice and support to the Commanding General, MARCORLOGCOM in the areas of business and commercial law including environmental law, land use, civilian personnel law, procurement and fiscal law, government ethics and all other matters under the cognizance of the Office of Counsel for the Commandant of the Marine Corps and General Counsel of the Navy.

Employee Engagement across the LOGCOM Enterprise requires a comprehensive program approach and supporting strategy which will ensure deliberate actions are planned and executed to improve the employee's sense of purpose, resulting in an increased dedication, work effort, and overall attachment to LOGCOM and its mission. As the Marine Corps, and more specifically LOGCOM, transitions into the 21st century environment, a change in our culture is necessary. People are a major component of an organization’s culture and, as such, the engagement of employees is imperative when addressing culture change.

Enterprise Workforce Planning:

Workforce Planning is a shared commitment owned by the entire MARCORLOGCOM Enterprise. The Manpower Office, by mission, is the principal advisor to the CG, MARCORLOGCOM for all Manpower and workforce planning matters (civilian and military). The Manpower Office assists the leadership of MARCORLOGCOM in developing the workforce plan. Workforce Planning is an iterative, systematic process for identifying and addressing the workforce competencies required to meet the Command’s strategic goals, both current and future. Workforce Planning is a continuous process that ensures the Command has the right number of people with the right skill sets in the right jobs at the right time. It complements and is a follow-up to strategic planning. Just as strategic planning helps map organizational missions, goals, and objectives now and into the future, Workforce Planning lays out the specific tasks and actions needed to ensure we have the human capital resources to accomplish those missions, goals and objectives.
Benefits:
- Fosters understanding of our workforce profile (demographics).
- Allows more effective utilization of our workforce through accurate, efficient alignment of the workforce with strategic objectives.
- Provides a basis for justifying budget and staffing requests, as there is a clear connection between strategic goals and objectives, workforce projections and the budget.
- Provides a method for linking expenditures on people (i.e. salary, training, and development) to business outcomes.
- Provides better focused investments in recruitment, training and workforce development.
- Provides managers with a strategic basis for making workforce decisions.
- Provides managers with the means of identifying the competencies needed in the current and future workforce and developing that workforce.
- Allows MARCORLOGCOM to shape its workforce for current and future requirements.
- Provides planning for a high performing workforce that will have a significant impact on the efficient and effective achievement of our mission.

General Administration:

The Manpower Office Adjutant, by mission, is the principal advisor to the CG, MARCORLOGCOM for all issues concerning general administration.
Benefits:
- Increase the quality provided throughout the command on all levels of administrative and personnel support.
- Ensures the prompt, precise reporting and maintenance of key programs.
- Effective administrative processes which are key enablers of our ability to “take care of our personnel” and maintain a capable force.
-Timely transmission of the Commander’s administrative matters.
- Ensures that documents signed by the Commander are in proper format.
- Manage the acquisition, distribution control, and accountability of the Command's Publications and Directives Control Point.
- Manage Enlisted Manpower Staffing.
- Manage command's Legal matters.
- Career Planning Functions.

Workforce Development:

Development, coordination, administration, and integration of MARCORLOGCOM training and professional development programs. Includes planning and execution of the Annual Enterprise Training Plan requirement and budget development processes; Civilian Leadership Program (CLD) Administration, management and prioritization of training opportunities available from external sources; management and execution of MARCORLOGCOM Academy; and COI Community support. The role of functional sponsor for the automated Workforce Development Training Tool (WDTT) also falls with the scope of this definition. Marine Corps Community of Interest (COI)Community Manager supporting the LOGCOM Executive Deputy as designated Marine Corps Community Leader for the Industrial Trades & Manufacturing and Production Communities. Identify and develop IT&M&P competencies and training requirements for assigned occupational series and development of career roadmap data for input to the Civilian Workforce Development Application (CWDA). Actions completed under this P&S are designed to primarily support Wage Grade personnel located in over twenty-nine (29) different locations across the Marine Corps to understand requirements for career progression.

- The focus of this Products and Services is to ensure the continuous responses are efficient and effective for internal MARCORLOGCOM (LOGCOM) and external flow of information, when multiple Command Elements are involved. This is accomplished by:
(a) Integrating actions, coordinating, controlling and preparing responses to both internal and external inquiries and issues on behalf of the senior staff and the Commanding General.
(b) Perform higher and adjacent command coordination functions on behalf of LOGCOM in support of the Congressional Testimony, including material readiness, manpower management, and staff planning.
(c) Coordinates the creation of synergy among the stakeholders, consolidating the various areas of expertise and shortening the lines of communication required to achieve a desired outcome.
- Manage the entry point for both internal and external requests and/or requirements, facilitate dissemination of such to the responsible centers within the command, and monitor/manage through completion.
- Maintains the organization’s daily business and support personnel (Fund Administrators, Management Assistants, Training Coordinators, Deputy Director and Director).

Current Operations:

- The focus of this Product and Service is to ensure the continuous provision of efficient and effective operational-level logistics support to Marine Corps forces. This is accomplished by:
(a) Integrating and coordinating command actions/processes in order to address both internal and external operational-level logistics issues.
(b) Perform higher and adjacent command coordination functions on behalf of MCLC (Fwd) in support of the operating forces, including material support, manpower management, and staff planning.
- Develop and execute the command’s Continuity of Operations plan; integrate with Base emergency response entities.
- Provide facilities for classified material storage, secure and non-secure VTC capabilities, secure capability for around-the-clock operations during contingencies; provide SIPRNET capability for the command.
- Execute Command Operations orders.

Enterprise Distribution:

- The focus of this Product and Service is to ensure the development and implementation of a comprehensive organizational communications plan that aligns the entire enterprise and advances the mission of the command.
(a) Creating, developing and delivering key communications products in support of the commands engagement of key external stakeholders.
(b) Development and broadcasting of communication products for LOGCOM branding initiatives uniquely designed and pushed utilizing select channels to specific audiences.
- Provide oversight to the commands overall strategic communication plan.
(a) Chair/support various C2B2WG’s facilitating strategic communications.
(b) Develop, review, edit and approve external messaging IOT ensure LOGCOM strategic communication goals are achieved.
- Serve as a continuous communications link between LOGCOM and HQMC (I&L) and other Marine forces.

Enterprise Strategic Communications:

- The focus of this Product and Service is to ensure the development and implementation of a comprehensive organizational communications plan that aligns the entire enterprise and advances the mission of the command.
(a) Creating, developing and delivering key communications products in support of the commands engagement of key external stakeholders.
(b) Development and broadcasting of communication products for LOGCOM branding initiatives uniquely designed and pushed utilizing select channels to specific audiences.
- Provide oversight to the commands overall strategic communication plan.
(a) Chair/support various C2B2WG’s facilitating strategic communications.
(b) Develop, review, edit and approve external messaging IOT ensure LOGCOM strategic communication goals are achieved.
- Serve as a continuous communications link between LOGCOM and HQMC (I&L) and other Marine forces.

Primary program responsibilities include: Deliberate and Exercise planning in direct support of MARFOR supporting plans; War Reserve planning for the USMC; Naval Logistics Integration (NLI) and MAGTF Logistics Integration (MLI); and other program level responsibilities as having a direct, significant, and lasting impact on MARCORLOGCOM’s future operations.

Serve each MEF as the single MARCORLOGCOM integrator to provide responsive, optimal logistics solutions, ensuring maximum operational readiness of the supported MEFs.
- Serve as focal point to Operating Forces for MARCORLOGCOM products and services, generating awareness of MARCORLOGCOM capabilities to the MEF while translating MEF requirements to MARCORLOGCOM Centers for the development of future products and services.
- Develop and provide responsive, integrated logistics solutions, products and services to fill gaps in the Operating Force logistics capability, consistent with the Commander’s Vision to support or enhance the war fighting capabilities.
- Formalize and maintain Command relationships, policies, and procedures between MARCORLOGCOM agencies, MEFs, and other supporting agencies.
- Expert in logistics solutions planning.
- Provide updated, relevant reports to MEF and MARCORLOGCOM staffs and leadership.

Strategic Management:

Strategic Management enables MARCORLOGCOM to plan, execute, monitor, and adjust the course/direction of the Command’s Strategic Plan as required. The Strategic Plan is an overarching view of the Command’s future based on an assessment of our current situation, external influences, internal drivers and assumptions, taking into account our current and intended missions within the logistics environment in which we operate. This plan sets forth Strategies, Goals, and Objectives to attain the capabilities and competencies needed to achieve this future vision.

Strategies, Goals, and Objectives are monitored and re-assessed on a recurring basis to determine how each has been implemented and whether it has succeeded or needs replacement by a new Goal or Objective to meet changing circumstances, new technology, new competitors, new economic factors, or new social, financial or political environmental influences. Modifications are made to the Strategic Plan as necessary.

Provide contracted logistics support solutions to the USMC enterprise and maintain an effective Program Management office providing support, advocacy and training to the customer.

Management Control Activity (MCA):

Responsible for the control, accountability, and administration of government property furnished to external organization from Marine Corps inventory (Existing stock or newly accepted property as a result of new acquisitions which require no further assembly/modification).

Physical Inventory Control Division (PICD):

Responsible for planning, coordinating, executing and reporting the physical inventory of all MARCORLOGCOM Military Equipment (ME) in the possession of organic, Defense Logistics Agency (DLA) and other third party Remote Storage Activities (RSAs) to ensure accurate accountability of ME and associated materiel.

Provide varied Information Technology services to personnel within MARCORLOGCOM that support Marine Corps business processes and warfighter objectives. This service directly supports the day-to-day MARCORLOGCOM mission to support the Operating Forces and other supported units, consistently delivering IT solutions and support through our highly-skilled and professional workforce.

Enterprise Architectural Services:

This service translates business vision and strategy into effective enterprise change by creating, communicating and improving the key requirements, principles and models that describe the enterprise's future state and enable its evolution. This service integrates or blends functional, technical, and environmental requirements, resources, etc. to develop IT solutions in support of MARCORLOGCOM’s mission.

Information Technology Portfolio Management:

Serves as Executive Agent for the MARCORLOGCOM’s Portfolio of Information Technology (IT), which provides centralized management of IT investment(s) that enable business functions. Liaison and representative for the Command’s Program Managers (PMs) and functional leads with Functional Area Managers (FAMs) Headquarters Marine Corps throughout the IT investment’s life cycle. Advises PMs, IT Governance boards, and leadership in the strategic planning, selection, procurement, and management of IT investments. Participates in Capital Planning and Investment Control (CPIC) by assisting leadership in the establishment of the best mix of IT investments through analysis, selection, control, and evaluation phases. Prepares IT Investment Program Objectives Memorandum (POM) requests based on PM requirements. Oversees registration and maintenance of IT investment records in DoD IT Portfolio Repository-DoN (DITPR-DoN) and DoN Application Database Management System (DADMS), Integrated Business Framework Data Alignment Portal (IBF-DAP); and Program Budget Information System for Information Technology (PBIS-IT) through coordination with PMs, FAMs, and Programs & Resources. Review IT Procurement Request (ITPR) to validate registration/accreditation compliance for application and system related request. Facilitate response to Portfolio Data Calls, to include external and internal requests for portfolio related information.

Information Technology Support Services:

To provide integrated logistics and data service solutions in support of Warfighter objectives, maximizing readiness and sustainability and enhancing enterprise and program level Total Life Cycle Management and data sharing.

Logistics AIS Functional Management:

Serves as the Marine Corps Sub-Functional Manager for Logistics Automated Information Systems. Is the Logistics Command agent to define and interpret logistics functional systems requirements and determine the impact of proposed system changes. Provides functional expertise with knowledge of the systems to establish and maintain data integrity in Logistics AISs. Represents and defends Marine Corps functional systems requirements at DoD, HQMC, and other Services meetings and conferences. Serve as the Executive Agent for the Functional Area Manager responsible for the development and management of system, application, and database portfolios used to support the processes within the Logistics functional area. Executive Agent for the Functional Data Manager ensuring the control and structuring of data, meta data, within functional activities, information systems and computing and communications infrastructures.

Software Support Services:

Provide the MARCORLOGCOM a single point of contact for innovative software solutions, business tools, and logistics systems support.

Manage-to-Payroll Administration//Manage Reimbursable Customers//Defense Business System Funding//MOA/MOU/ISSA Reviews//Tier 1 Authorization//Funding Documents Depot O&M Budget//FAD (Auth - O&M) Management//CivPay Liaison Perform integrated resource planning for all Command requirements and resources from programming through audit and review. Formulate, justify, and defend the Commands Program Objective Memorandum (POM), Program Review, and Unfunded Programs List submissions. Perform programmatic analysis to ensure an integrated, balanced, and optimized financial plan. Interpret programmatic guidance impacting resource allocation issues. Ensure all Command requirements and resources are integrated and balanced to optimize capabilities, readiness, and resources throughout the PPBES process. Ensure Enterprise strategic initiatives and resources are properly aligned within the Command. - Provide the Marine Corps and Command-level formulation, justification, defense, and monitoring of budgets, programs, plans, and other fiscal schedules and requirements of all funds under the authority of Commanding General, Logistics Command, and other appropriated special assignment organizations. - Develop labor resource requirements as a result of projected on-board requirements received from the Logistics Command Manpower Office. Formulate fulltime equivalents and dollars within the authorized funding profile in the approved civilian personnel budget. Monitor requirements throughout the fiscal year from the viewpoint of full-time equivalent execution, as well as obligational ratios. Monitor, justify, and defend variances from the projected plan and articulate the Logistics Command civilian personnel requirements to HQMC. Provide policy and instructions to Command organizations in the form of execution guidance, with the ultimate goal of using our civilian personnel funding resources to achieve our manpower management plan.

Financial Improvement and Audit Readiness:

Command Audit Proponent//MICP//Statement of Assurance//Fiscal Evaluations & Analysis//GAO Audit Financial Improvement and Audit Readiness requires a comprehensive strategy which will ensure that limited resources are assigned effectively to facilitate sustained and measurable progress toward achieving an audit opinion. The Marine Corps is affected by unique and complex accounting and auditing challenges that must be overcome to achieve auditability; auditability is the ability to undergo full financial statement audits within the Congressionally-mandated timeframes. Marine Corps Commands- (major assessable units) are responsible for implementing management practices that identify, assess, respond, and report on risks. Risk management practices must be forward-looking and designed to help commands make better decisions, alleviate threats and to identify impediments to overall operating efficiency. Management consistently apply judgment to achieve specific internal control objectives related to operations, reporting, and compliance. Performs for the Command evaluations and analyses usually (but not always) Resource-related (i.e., involving economy, efficiency, effective utilization or potential waste and abuse of Marine Corps funds, material, and/or manpower). Responds to inquiries and requests from higher headquarters on potential problem areas identified through the Management Internal Control Program and performance measures. Functions also include audit liaison and coordination, audit responses, and audit follow-up for all audits external to the Command. Performs financial statement analysis and processes for NWCF financial statements. Support Inspector General reviews.

Serve as a Member of the USMC POM Working Group (PWG). Assist Centers and Program Mangers develop defendable out-year requirements.
Address issues in each functional area and develop list of funded/unfunded requirements/priorities. Collate/integrate/prioritize LOGCOM Programs and funding profile among the Program Evaluation Boards.

The Safety Office is the Command focal point for managing safety information between the industrial based safety programs, LOGCOM management, and Headquarters Marine Corps. The information is key to process management, and provides decision makers with obligatory and regulatory and financial information regarding the application and standardization of health and safety throughout the Enterprise.

Business Sustainment supports the research and development of higher quality and cost effective business opportunities that contribute to programs, products, and services to meet the needs of the Marine Corps Enterprise and the Warfighter. Innovation and Quality Branch, acts as the Administrative Agent for MARCORLOGCOM’s Innovation Suggestion Program. MARCORLOGCOM Marines/Civilian Marines can submit a suggestion to the MARCORLOGCOM website from anywhere in the world via internet. Analysts review the suggestion; work with major commands and subject matter experts to determine feasibility; prepare cost benefit analysis; and coordinate a recommended course of action.

Continuous Process Improvement Program:

The Quality Management Center (QMC) serves as the Program Manager for the MARCORLOGCOM’s Continuous Process Improvement (CPI) Program. The CPI Program provides top-level policy, oversight, and support to internal MARCORLOGCOM organizations to conduct continuous process improvement and reengineering of business processes in support of the MARCORLOGCOM’s mission. The CPI Program employs tools such as LEAN, Six Sigma, Theory of Constraints, process flowcharting, value stream mapping, quantitative data collection methods, and use of analytical tools to identify root causes. The CPI Program provides guidance, training and mentoring consistent with Industry Standards and the CPI body of knowledge.

Innovation Cell:

The LOGCOM Innovation Cell is the Marine Corps Logistics Command’s focal point for building and fostering a culture that fully embraces innovation at every level possible. The Innovation Cell seeks to establish partnerships with agencies, private industry and academia to stay abreast of proven processes and technologies necessary to not only bridge the gaps identified in our current logistics areas of support but optimize how the Command provides ground equipment inventory control, maintenance and sustainment, and integrates operational-level logistic capabilities.

- Material Readiness Discrepancy Management (MRDM) is actions taken in order to minimize loss of product utility, identify supply discrepancies, and reduce endangerment to the end user.
- MRDM monitors the total period of time beginning with the date of manufacture, cure, assembly pack (subsistence only), that an item may remain in the combined wholesale (including manufacturer and retail storage systems, and still remain usable for issue and/or consumption by the end user) and recommends actions to item managers when shelf life expires.
- Manages the Supply Discrepancy Report (SDR) Program as the focal point for the USMC.
- Manages the Product Quality Deficiency Report (PQDR) Program as the Screening Point for the USMC.
- Establishes local procedures to ensure appropriate action is taken on SDR/PQDRs submitted via the PDREP system.
- Performs access management and customer services responsibilities for PDREP.
- Provides PDREP user and managerial training on a quarterly basis or as needed.
- Produces findings statements to HQMC in support of final decision for unresolved SDRs.
- Coordinates with external agencies on the PQDR and SDR Processes, to include DLA.
- Establish reporting metrics to monitor PQDR and SDR trends and process analysis.

Plans and Policy:

Provides planning for short and long-range development projects which are initiated to enhance logistics support in the future. Develops, maintains, and implements new and revised policy. Acts as liaison internal/external to the Command for the purpose of identifying and resolving policy/procedural deficiencies.

Studies and Analysis:

Studies and Analysis is Marine Corps Logistics Command’s focal point for operations research, analytic support, studies management, enterprise performance analysis, and enterprise readiness analysis. It provides critical support to the Command and operating forces by blending a comprehensive understanding of military operations with the application of advanced scientific methods through enterprise level trend analysis, rapid response analytic efforts, and formal studies. Analysts are trained to employ any combination of computer programming, probability, statistics, mathematical modeling, design, testing, and implementation of solutions to produce predictive deterministic or probability models and simulations that can be used to support analysis of alternatives, war gaming, scenario testing, designed experimentation of process improvement solutions and decision-making tools. The application of these analytical methods provides decision makers with a quantitative basis for choosing between competing courses of action relative to the allocation of resources under their control. Supports the Principal Advisor to the TLCM Corporate Board with analytical results regarding enterprise logistics issues and maintains currency of the TLCM process through reviews and drafts updates to policy, as appropriate. Serves as the command’s Principal Advisor for Enterprise Materiel Readiness matters and supports the command’s role as the Marine Corps Advocate for Materiel Readiness.

Implement and sustain procedures for maintaining accountability and visibility of Marine Corps assets during maintenance actions performed through DMISA and Commercial Sources of Repair (SORs), using applicable standard logistics processes.

Serve as a Logistics Element Manager (LEM) for weapon systems maintenance planning. Serve as LOGCOM’s interface with MCSC and PEO Land Systems during the Core Determination and Depot Source of Repair (DSOR) process.

Maintenance Workload Planning and Scheduling for Sustainment:

Source and schedule all Depot Maintenance workload through organic, commercial and Depot Maintenance Inter-Service Support Agreement (DMISA) sources of repair (SOR). Through the ELMP process, we monitor Depot-Level Maintenance, capability and capacity. We execute Marine Corps RESET requirements through developed strategies and plans which include LOGCOM reset requirements for Field Level Maintenance.

Marine Force (MARFOR's) Maintenance Solutions and Support:

Provide overflow maintenance support to the MARFORs and Intermediate Maintenance Activities; use Contracted Logistics Support to facilitate requirements.

Serve as the Ground Equipment Inventory Manager for the Marine Corps for SAC 3 PEIs. Responsible for development, coordination, and execution of equipment sourcing solutions IOT balance operational requirements for equipment with available inventory – consistent with CMC equipping strategies and priorities. - Provide Enterprise level visibility and support accountability of Marine Corps PEI inventory, to include but not limited to, wholesale and retail inventories, as well as equipment on Temp Loan to other services, contractors and/or foreign governments. - Close coordination with MCSC and PEO-LS to ensure life cycle management strategies are considered during equipment sourcing/stratification planning. - Provide detailed (short and long range) analysis in support of PEI inventory postures, equipment sourcing and equipment accountability efforts. - Responsible for equipment accountability and inventory management of wholesale level inventory totaling more than 3,000 NSNs totaling approximately 300,000 assets. - Provide PEI Inventory Competency Management for developing core functions of wholesale level inventory manager responsibilities, training requirements and process to monitor and report against performance of core inventory management responsibilities. - PEI Inventory management responsibility continues throughout the distribution process up to the point where the customer receives the equipment. When necessary, IM’s provide equipment status and tracking information. The IM provides disposition instructions for the asset back to the unit. Disposition can range from redistribution for excesses to return, repair-in-place, or disposal/destruction of unserviceable assets. - Serve as the Management Control Activity (MCA) for the Marine Corps to track all Marine Corps’ property not in its possession and to review third party binding agreements to ensure compliance with all DoD requirements, authorizes the release of Marine Corps’ assets to a third party and tracks the assets until they are returned to the Marine Corps’ inventory.

Item Introduction and Sustainment Technical Data Support:

1) Data Management Support 2) Management of the Marine Corps Enterprise Engineering Data Repository 3) Processing of Cataloging Action Requests (CARs) received from the Program Managers to ensure that new and/or modified items are cataloged in accordance with Title 10 U.S.C 2451, including the processing of the assignment of National and/or Marine Corps Stock Numbers and other material management information such as part numbers, identification numbers, weapon system codes, etc. Data Management and Maintenance 4) Review of acquisition logistics life cycle documentation for technical data impacts. Other functions, tasks and services include: Establish Data Records; Process Management Data of Non-Consumable SICA/PICA items (manual process outside of provisioning); Demilitarization Coordination Process; Item Reduction Studies; Government/Industry Reference Data Edit and Review (Girder); PICA/SICA Level of Authority Change or Reassignment; Data Collaboration (1685); Return Coding; Logistics Reassignments; Process Freedom of Information Act (FOIA) Requests for Engineering Data; Populate JEDMICS with Engineering Data. Provide provisioning planning support to SYSCOM and PEO-LS in the assignment of project codes, support PM Teams with provisioning conferences with OEMs, and support to the Independent Logistics Assessment process. 5) Serve as the Configuration Status Accounting (CSA) Activity for Marine Corps’ managed weapon systems and equipment. a) Review acquisition and logistics documents for CSA issues and provide guidance to contractors and project officers. b) Participate in Physical Configuration Audits (PSAs) and provides recommendations to the Project Officer. c) Use the Configuration Management Information System (CMIS) and CM Pro to document, maintain and update all data that identifies and describes the relationship of hardware items and the technical documents required to fabricate, rebuild, repair, modify, package and procure the hardware. d) Serve as a focal point for tracking pending configuration changes in CMIS for Marine Corps managed weapon systems. e) Perform the Secretariat function of the Configuration Control Board for weapon systems using the Multi-User Engineering Change Proposal Automated Review System (MEARS) for the on-line review and disposition of configuration control documents.

Lifecycle Maintenance Planning Program Management:

- Responsible for Program Management of requirements determination, coordination, and monitoring through execution, depot maintenance requirements for ground weapon systems. - Requirements determination process includes working with Enterprise stakeholders to identify depot maintenance requirements across the FYDP, supported by Program Managers’ maintenance strategies, input from OpFors and strategic input from HQMC (CD&I/LPC). - Responsible for development of short and long range budget requirements to support depot maintenance program, as well as execution of funding to support current and emergent requirements, which totals over $500m annually. - Responsible for planning, coordination and execution of dynamic process involving the return of over 20,000 PEIs each year from stakeholders across the Marine Corps to support synchronization of equipment scheduled for depot maintenance with organic, commercial and other service depots across the CONUS and Korea. - Responsible for coordination and development of ELMP performance framework that establishes key metrics to support core functions of ELMP planning and execution process.

Lifecycle Sustainment Planning and Execution Support:

Leading early interface with PMs to influence sustainment planning to ensure establishment of necessary support of all Product Support Elements can be achieved and executing logistics chain integration of fielded weapon systems to enhance sustainment throughout the life cycle of USMC Weapon Systems/Equipment. 1. Sustainment Planning Support a. Participate as MCLC SME in the MCSC/PEO LS Logistic IPT b. Review and provide SME input to initial product support plans and documents (i.e. ICD/CDD/CPD, LCSP, contracts, CDRLS, Warranties, etc…) c. Conduct Product Support Package assessments (i.e. material support, Initial to long-term, CLS/Organic/Hybrid) d. Implement Performance-Based Logistics (PBL) (i.e. PBA/MOA/MOU, input/initiate BCA, etc.) within WSMC and LOGCOM e. Collaborate and facilitate interactions with internal and external customers 2. Manage Weapon System Management Team (Performs Life Cycle Logistics Functions in support of the PSP Elements) a. Participate as MCLC SME in the MCSC/PEO LS Logistic IPT b. Leads and ensures the Integration LOGCOM core capabilities (Supply, Maintenance, Distribution, and Strategic Prepositioning) c. Review Fielding plans and conduct assessment to identify issues and concerns to Acquisition Community prior to Fielding and participate in fielding (New Acquisitions, Modification of existing Systems) and disposal d. Leads and ensures the execution of Configuration Status Accounting services (Secretariat, Repository, support Design Interface, Configuration Planning, and Audits) e. Leads and ensures the execution of item Introduction & Identification Planning (support in Provisioning, Cataloging, Technical Data, PHS&T, etc.) f. Provides data and other required information to support assessors in the conduct of ILAs g. Ensure the development and Authorship of SOW to support timely ELMP Execution 3. Leads and ensures the completeness of Wholesale Inventory Management Functions for assigned PEIs. a. Develops quads and participates as the lead for ELMP coordination and execution 4. Leads and ensures the completeness of Wholesale Secondary Inventory Management Functions for assigned items.

The Command, Control, Communications, Computers and Intelligence (C4I) Sustainment Services (C4IS2) Program provides a primary source of supply chain management support thru Marine Corps Systems Command service support contracts for Intel, Command, Control Computer and Reconnaissance related weapon systems(26 weapon systems/53 TAMCNs) with dynamic state of market supports requirements. The C4IS2 Program enhances the USMC’s capability to responsively support C4ISR systems at a pace that is not sustainable using USMC organic support resources.

Consolidated Storage Program:

Consolidated Storage Program (CSP) provides centralized inventory management of selected class II/VII items, in order to support Operating Forces (Commanders, Marines & Sailors), to include limited support to MARFORRES and the Supporting Establishment (SE), in order readiness of the force and contribute to Marine Corps mission accomplishment. The consolidation effort within CSP promotes operational management and equipment readiness for the commodities of Individual Combat Equipment (ICE); Chemical, Biological, Radiological, and Nuclear Defense Equipment (CBRND-E); Special Training Allowance Pool (STAP); and Soft Walled Shelters and Comouflage Netting (SWS&CN). The CSP uses Contractor Logistics Support (CLS) to perform the functional requirements of issue, recovery, storage, disposal, requisitioning, receipt, and maintenance management (repair and launder), including inventory visibility and accountability, shelf-life management, forecasting, and execution of disposition actions. The CSP Program Management Office (CSP PMO) serves as the Program Manager for the CSP. In this capacity the CSP PMO oversees and operates CSP’s global warehouse and distribution network and manages Third Party Logistics contractor resources in support of the program’s daily operations and program management.

Coordinated Secondary Repairable Item Management:

The Marine Corps' Coordinated SECREP Management (CSM) program is an enterprise wide effort based on the collaboration among Marine Corps Operating Force Commanders, Supporting Establishments, and Headquarters Marine Corps to improve and maintain effective and efficient SECREP support for Marine Corps Ground Equipment. The retail SECREP inventory, valued at over $550M and located in 8 geographical locations, consists of components (e.g, engine) of a larger end item (e.g., Truck) for which repair is typically worthwhile considering the life expectancy of a repaired item versus the cost of new procurement. CSM leverages enterprise information and resources to make SECREP management decisions that increase the effectiveness of SECREP support to the warfighter with improved efficiency in inventory investment and management at both the local and enterprise level. In January 2012, the CSM Marine Corps Order 4400.200 formally established the CSM program and described LOGCOM's responsibility to collaborate with the MARFORS/SE in the functional areas of inventory management, allowance management, sourcing and distribution, backorder management, procurement, and technical data to maximize SECREP availability and responsiveness at the local level while optimizing resource investment at the enterprise level. The CSM MCO detailed the following 16 LOGCOM tasks (a-p) to support the CSM effort. a. Serve as the Executive Agent (EA) for the Marine Corps Coordinated SECREP Management Program. b. Provide enterprise process oversight to the MARFORS/SE to coordinate the requisition, distribution, location, and storage of reparable items throughout the Marine Corps SECREP Supply Chain, monitor SECREP related business decisions of RIP activities, and promote the leveraging and linking of SECREP inventory across the enterprise. c. In conjunction with MARFORS/SE, implement, review, and refine the CSM Business Rules and Procedures. d. Publish and maintain a CSM procedural manual. e. Execute Supply Chain Management oversight for retail reparable items owned by the Marine Corps and be responsible for SECREP Supply Chain Management from source of supply issue to the point of customer acceptance and carcass return. f. Provide direct operational support at RIPs for critical support functions via MARCORLOGCOM RIP Site Managers, RIP functional support personnel, and Naval Logistics Integration (NLI) initiatives (i.e., Technical Assistance for Reparable Processing (TARP) and Advanced Traceability and Control (ATAC)) to support MARFORS/SE at home stations and during deployed operations. g. Conduct RIP site visits to provide SECREP inventory management training and support Annual Inventory and Item Review requirements. h. Assist the MARFORS/SE in conducting the Annual Item Review (Stock Allowance Recomputation) and with MEF concurrence, modify the retail reparable item allowances. i. Coordinate and approve the MARFORS annual validation of SECREP requirements for the War Reserve and the Maritime Prepositioning Ships Programs. j. Participate in operational planning and execution processes, in coordination with MARFORS/SE, to ensure RIP operations, to include Preservation, Packaging and Packing (P3) and retrograde plans, NLI initiatives (i.e., TARP and ATAC), and other deployed SECREP management capabilities, are addressed in annex D of operation plans. k. Provide the Continuous Process Improvement of retail SECREP management through standardized data collection, performance measurement and analysis, process analysis and mapping, and implementation of process changes, in coordination with MARFORS/SE. l. Report Marine Corps SECREP performance and capabilities in support of internal and/or external requirements (i.e. data calls, metrics reporting). m. Coordinate with MARFORS/SE and HQMC on the establishment and deactivation of main RIPs. n. Develop and execute a budget in support of CSM Program Office requirements. o. Review and recommend changes to Marine Corps policies related to retail SECREP management, in coordination with MARFORS/SE, to HQMC. p. Identify and define to HQMC I&L emerging CSM Program requirements and issues.

Equipment Receiving Distribution Teams:

The Equipment Receiving and Distribution Team (ERDT) program provides on-site logistical support imbedded into organizational structure to facilitate equipment receiving of newly acquired items from SYSCOM/LOGCOM and distribution to the end user at the Marine Expeditionary Forces (MEFs), Marine Forces Special Operations Command (MARFORSOC), and Marine Forces Reserve (MARFORRES) ensuring total asset visibility and accountability. This collaborative effort of the ERDT supports the following: Data input and management of Marine Corps Data Systems i.e. (GCSS-MC, MERIT, TFSMS,); Accountability of equipment through continual monitoring of Marine Corps Data Systems; Validation and tracking of equipment deliveries through use of Marine Corps logistics systems; Coordination of equipment distribution and the release of Initial Issue Provisioning (IIP, Consumable and Secondary Reparable parts); Support of Marine Corps fielding conferences; and Coordination and processing the reverse distribution of equipment (transfer/movement of equipment out of the MEFs, MARFORSOC, and MARFORRES possession/control).

JEFS has roles and responsibilities for elements of life-cycle management of CBRN-D equipment for the DoD. In this role, JEFS conducts three primary missions: (1) Fielding & Surveillance, (2) Logistics Sustainment Services (TMS), (3) Defense Accountability Reutilization and Disposition (DARD). Fielding and Surveillance Teams (FST): Conducts non-destructive surveillance of CBRN-D equipment at all levels of supply. Assist the Joint Project Managers (JPMs) and JPEO-CBD by identifying, reporting and analyzing production issues and deficiencies in an effort to improve product quality. The FST also provides repair, fielding and new equipment training in support of the military services. By request, the FST’s will schedule and conduct CBD equipment surveillance site visits. Surveillance site visits provide unit commanders with invaluable feedback on their CBD equipment readiness and also provides training to CBD personnel on proper care, maintenance and storage procedures for CBD equipment. Logistics Sustainment Services (LSS): Develop and maintain technical expertise in support of DoD requirements for Production Lot and Sustainment testing as necessary to accomplish Total Life Cycle Management of CBRN-D Equipment. Defense Accountability, Reutilization and Disposal (DARD): Maintain accountability and proper disposal of all CBRN-D assets identified as controlled items. Maintain accurate records of receipt, inventory, disposal, training, recycle and serviceable assets. JEFS, DARD project will utilize better business practices for process improvement and cost efficiencies and ensure proper demilitarization or recycling of unserviceable CBRN-D equipment under their control. Internet Sales Monitoring of CBD Equipment: JEFS is tasked with providing an ongoing internet search capability to identify sellers offering select CBD products on Internet Trading Platforms (iOffer, Craigslist, eBay, Sell.com), Trade Boards, and Online Retail Sites. Infringing sellers are reported for immediate removal to each of the platforms covered in order to prevent these items from being sold to the public. Additional responsibilities include: Establishing Joint Service standards for surveillance, assessment, and reuse of fielded CBD equipment; Assisting JPMs throughout the systems acquisition process and providing a Joint Service perspective for the planning and inclusion of surveillance, assessments, and proper disposal of equipment; Recommending and establishing policies for all surveillance/cyclic testing requirements; Providing technical assistance as required/requested by the Services in the performance of their Title 10 responsibilities for operations and sustainment of CBD equipment.

Radiological Control Services:

The Radiological Controls Division (RADCON) serves as the focal point for the control and management of radioactive commodities in the Marine Corps, under the LOGCOM NRMP. Information is important to the acquisition and life-cycle management of radioactive commodities, providing insight on the types and hazards of radioactive materials, their functions and uses, license controls, and ultimate disposal requirements. The Logistics Radiation Safety Officer is responsible for the radioactive materials inventory and inventory reconciliation. Technical guidance is provided to the acquisition community, training commands and detachments, operational commands, bases and stations, and HQMC-level organizations dealing with anti-terrorist activities, and first responders to radiation incidents. Interaction with DoD and Service-level radiological controls community is important to the seamless transfer of equipment and information to ensure appropriate regulatory controls are established and followed by the Marine Corps. RADCON audits and program reviews are conducted to provide information regarding the fitness and compliance of radiological controls programs. The audits are both internal to LOGCOM for a review of permit administration, or external audits of MARFOR Commands, to determine their level of compliance to permit requirements. The information gained by these audits is not only important for compliance to regulatory requirements, but also serves the operational forces by ensuring their participation in the regulatory process as it relates to their mission readiness. RADCON attends conferences to provide relevant and updated information to the Marine Corps radiation safety community. RADCON provides training services to ensure license requirements are met, that appropriate hazards awareness is distributed to the workforce and is standardized for the economy of the program.

Small Arms Tracking:

- Headquarters, Marine Corps appointed MARCORLOGCOM as the Executive Agent (EA) for the serialized small arms reporting process. The EA is responsible for continuous monitoring of the Marine Corps small arms reporting process to enhance the management and oversight of the Marine Corps enterprise small arms inventory to ensure complete visibility, accountability, and safeguarding of all Marine Corps Small Arms remains consistent. - The Marine Corps Serialized Small Arms Accountability Program (MCSSAAP) provides management of the registry of Marine Corps small arms serial number records. It also interfaces with the DOD central registry on matters pertaining to serial number control of Marine Corps-owned small arms. The MCSSAAP carries out the requirement mandated by DoD 4000.25.2-M and MCO 8300.1D, for all services to establish a program and reporting system that provides continuous visibility, by serial number, over all small arms throughout their life cycle. The Registry at Naval Surface Warfare Center, Crane, IN (NSWC) is contracted to fulfill this requirement for the Maine Corps. This program maintains accountability of Marine Corps small arms to ensure weapons are not falling into the wrong hands and to maintain program integrity. - Small Arms accountability and visibility is accomplished through the monitoring of in-transit shipments and reconciliation of records and receipts. A Small Arms Registry Website managed by NSWC provides data management and real time accountability and tracking of all infantry small arms. Maintains accountability of an active and inactive history file. Prevents invalid or erroneous transactions at the using unit level, updates files per transaction reporting (receipts, issues, turn-ins). The EA is required and responsible for tracking and processing Missing, Lost, and Stolen Reports for accountability control of small arms. - Continuous visibility and tracking of over 600,000 Marine Corps Small Arms to maintain program integrity. - The collaborative effort of the SAEA supports the following data input and management of Marine Corps Data Systems (i.e. GCSS-MC, SASSY, MIMMS, TLCM-OST, ATLASS, TFSMS, etc.) - Monitor all DODAACs that have a MC serial number and no serial number in the USMC Accountable Property System of Records (APSR). - Ensure proper accountability of small arms equipment that have been dropped or added to a unit’s accounting files that were not from a receipt or issue (Missing, Stolen, Lost, or Recovered (MLSR) report list). - Ensure proper accountability of Small Arms Light Weapons that are reported in Crane but not in SASSY, STS or MSST. - Ensure National Stock Number (NSN)/Serial Number combinations are not reported by more than one Activity Address Code in the USMC data system. - Validate serial number counts for SA/LW within Crane to the quantity of on hand NSNs in the USMC SA/LW being reported in the Marine Corps Registry. - Facilitate to the correction of small arms NSN where the NSN/Serial Number combinations are being reported in both Crane and USMC System but under different DODAACs.

Supplier Relationship Management:

Supplier Relationship Management (SRM) is the development of productive relationships with Marine Corps Wholesale Suppliers, in order to maximize supply support/responsiveness in support of the warfighter. SRM includes the identification, monitoring and assessing of supply performance metrics. Identification, monitoring, and assessing of supplier performance leads to actions that improve or maintain supplier performance, while migrating proven supply management principles to all wholesale providers. Relationships with wholesale suppliers are developed and nurtured through the execution of regular, face-to-face visits, during which supplier performance metrics are reviewed, problems and successes discussed, and appropriate action determined. SRM is also used as a funnel point for the fielding of supply questions/problems with the wholesale supply providers, from the retail level of supply (using units/Supply Management Units, etc). SRM also contributes to the establishment of a venue for monitoring supply support, communicating supply support problems, and working to resolve supply support problems, to the NSN level of detail, during major military operations. SRM makes use of Marine SNCO Supply Liaison billets located at several of the Key Supplier depots, in order to rapidly address supply support issues.

Wholesale Secondary Items Inventory Management:

- Wholesale Secondary Items Management encompasses a full range of end-to-end materiel management activities in support of ground weapon systems. The Wholesale Secondary Inventory Manager performs sustainment requirements determination (planning), source management; order management, returns management, program management for the Supply Management Activity Group, and maintenance/procurement planning to fulfill materiel readiness objectives. Secondary items include consumable and secondary depot reparables required to support ground weapon systems or serve as standalone equipment. The consumable items also include Heraldic items such as guidons and flags. - As the primary planning tool for the requirements determination, the wholesale replenishment stratification process produces requirements based on forecasted demands and balances requirements against on-hand assets. Requirements are quantitatively recommended for repair and/or procurement actions. The forecasting process provides data input to the stratification process and provides an estimate/projection of demand and supports the basis for establishing secondary items stock levels. - Source Management includes developing and implementing strategies for sourcing and acquiring materiel to meet requirements identified by the wholesale stratification process. Actions include executing and/or managing organic and commercial support capabilities and performance while ensuring sources meet priority, quality, performance and timeliness required by the customer. - Order Management includes all actions related to planning, organizing, directing, coordinating, controlling, and evaluating customer requirements to ensure effective, efficient and timely supply support to stock, store, and issue materiel to meet warfighter demands. - Returns management includes reviewing excess serviceable and unserviceable assets from the retail user via the Materiel Returns Program or GCSS-MC Service Requests. Detailed Disposition instructions are provided to the user and can range from retain, dispose of locally, return for repair, etc. This returns process is governed by the MCO P4400.82 and the DoD Materiel Returns Program manual. - Wholesale Secondary Items Management is supported by the Supply Management Activity Group (SMAG), a business activity in the Navy Working Capital Fund in which revolving funds are used to provide necessary goods to the Marine Corps and other DoD services using a business-like customer/provider approach. Sourcing actions are financed via SMAG and costs are recovered through the sales of NSNs from the Order Management process. Budget projects fund replenishment, rebuild, provisioning, war reserve and cost of operations. On an annual basis a budget is submitted via Program and Resources to the Navy and obligation authority is received back from the Navy. Obligation of funds and sales of materiel are monitored closely and are reported monthly to the Command and the Department of the Navy.

Perform planning, sourcing, receipt, storage, inventory management, and distribution of Marine Corps and Army Technical and Non-technical Publications. Products are prepared and processed in SOD’s Fleet Support Division Albany and distributed across the Marine Corps and to select Foreign Military Sales (FMS) Customers.

Reimbursable Storage Projects:

On a reimbursable basis perform supply support actions to receipt, store, Care-of-Supplies-in- Storage (COSIS), inventory accountability, kit, prepare for shipment, and issue of Principle End Items (PEIs) and associated collateral material/SL-3 to meet Foreign Military Sales (FMS) programs and other Services equipment/supply support requirements. Perform less than depot level maintenance actions to select PEIs for the purpose of upgrading unserviceable equipment to Customer defined serviceability. In addition plan, source, store, kit, and associate CM/SL-3 material to support PEIs processed for FMS programs.

The Norway Prepositioning Management Office, BICmd, executes logistical support, administrative control, and accountability for all MCPP-N ground equipment and supplies. MCPP-N is DoD directed, HQMC-sponsored, and bilaterally managed with the host nation to support the reinforcement of Norway and USMC global expeditionary operations, including establishment of forward operation bases and selected security cooperation activities in support of U.S. geographic combatant commanders. As the only USMC ashore prepositioning program of record, it is primarily focused on EUCOM and AFRICOM AORs.

Plan, program, and execute the Marine Corps’ Maritime Prepositioning Ships (MPS) portion of the Marine Corps’ Maritime Prepositioning Force (MPF) program. Provide the full range and depth of logistics services and software systems support, for the Marine Corps’ Prepositioning Programs which includes the Maritime Prepositioning Ships (MPS) Program and the Marine Corps Prepositioning Program-Norway (MCPP-N). Additionally, provide enabling operational logistics support to engaged Marine Corps and Department of Defense (DoD) operating forces to rapidly and successfully conduct and quickly recover from assigned missions across the full spectrum of expeditionary warfare and anti-terrorist operations. Homestation efforts focus on the $6.4 billion dollars of equipment and supplies prepositioned within these two programs, and produce detailed ship plans for each MPS to enable production of equipment and supplies by prime logistics support contractor. Efforts provide services and products in support of the six major areas; Prepositioning Objective (PO) tailoring, planning support, technical data, logistics automated systems support, programming support, and software enhancement.

Plan, program, and execute the Marine Corps’ Maritime Prepositioning Ships (MPS) portion of the Marine Corps’ Maritime Prepositioning Force (MPF) program. Port Operations along with their S&RTS contractor shall provide stevedoring and related terminal services in connection with the receipt, processing, and/or loading/discharging of all vessels assigned to the MPF program. They shall provide sufficient qualified labor, gear and equipment and materials to satisfy the scope of work, and make every effort to rectify any shortfall. Provide the Norway Prepositioning Management Office with embarkation support for the MCPP-N.

Operational Support to MarCent (OLS):

Provide contracted, flexible, mission ready, logistics support in response to the requirements of COMUSMARCENT in Kuwait, Afghanistan, and Field Level Maintenance Reset for CG MCLC.

Serve as the command’s principal agent for innovation, end to end business process improvement, advanced analytics, compliance and policy management, ensuring all products and services are integrated, optimized and deliver solutions to improve and sustain warfighting excellence.